I joined ASSA ABLOY & HID Global in 2021 during the pandemic's height, and recognized a unique opportunity. Instead of seeing remote work as a hurdle while leading a globally distributed team, I embraced it as a chance to innovate and build something truly special within the Agile Program Management Office and Product Owner team.
I started recruiting, not just for skills, but for adaptability and vision—qualities that define our work. Each new hire was more than a team member; they were a vital part of a community built on mutual respect and a shared goal to deliver value through our products and services. This wasn't a solo effort. It was a collective stride toward shaping a forward-thinking workspace where everyone's input was vital, and distance was not a barrier to success.
Guiding this team, my role involved a balance of leadership, organization tailoring and continuous mentorship. Hiring was just the beginning. From there, I took on the role of coach, walking alongside my team as we navigated the new terrain of remote collaboration together. Each step was a lesson, and each challenge, a chance to learn and grow together.
In a short amount of time I introduced and matured Lean Portfolio Management, accelerated our Agile Release Trains, refined delivery processes and nurtured a growth mindset. Our achievements were not mine alone but the result of our shared dedication. We did this as a team, through growing a community that mirrored the collaborative spirit of our team. Even as the face of the initiative, I remained one among many, fostering an environment where we all could thrive.
The journey of building and coaching this team has been a testament to what collective will and agile thinking can achieve. It's been a humbling experience, and the drive and innovation I've seen in the team have not only made our new product innovation programs successful but also paved the way for how we'll work in the future.
In my role leading the Project Management Office at a government agency from 2016 to 2021, I have spearheaded a comprehensive series of initiatives designed to refine our project management capabilities and enhance overall organizational efficiency. Collaboratively setting goals and a strategic roadmap with executive management and PMO staff has been a cornerstone of our approach.
Recognizing the importance of a skilled workforce, we implemented an organization-wide project management training program, ensuring our team was equipped with the latest methodologies and best practices. To support this, we developed a dynamic project model that undergoes continuous improvement, facilitating smooth decision-making through defined toll gates.
To keep our finger on the pulse of our projects and systems, we established a management dashboard and initiated weekly status meetings that span the entire organization. These tools not only provide transparency but also enable proactive adjustments in our operations.
Our IT system maintenance management was restructured to incorporate best practices from ITIL, PM3, and DevOps, creating a robust framework that supports our complex systems effectively.
On the personnel front, I have managed a team of over 20 staff members. My responsibilities extended from overseeing the recruitment of 18 new team members in total between 2016 and 2021. This included setting salaries, improving the work environment, and fostering skill development. Integral to this role was my focus on coaching and the regular unit meetings that promoted a culture of continuous learning and development.
Each of these initiatives has been a step towards not just achieving operational excellence but also building a resilient, agile, and forward-thinking PMO that aligns with the strategic vision of our organization.
At a pivotal time around 2020, there was a pressing need at the government agency for a comprehensive transformation to incorporate DevOps and Agile methodologies into its operations. Tasked with leading this transformative shift, I spearheaded the initiative to usher in a new Way of Working across the organization.
In addition to spearheading the organizational transformation, I also led a task force comprised of experienced managers who played integral roles in driving change at the grassroots level. By harnessing their expertise and leveraging their influence within their respective teams, we were able to catalyze momentum and foster buy-in across the organization.
Central to our approach was the utilization of change managers embedded within various departments. These change agents served as champions of the transformation, guiding teams through the process of embracing Agile and DevOps practices while addressing any resistance or barriers to change that arose along the way. Through targeted communication and tailored support, they played a pivotal role in ensuring a smooth transition and maximizing adoption.
Furthermore, recognizing the importance of expertise in lean-agile methodologies, we enlisted the support of external contractors who brought a wealth of experience and best practices to the table. Their insights and guidance proved invaluable in refining our approach and accelerating the pace of change, enabling us to stay ahead of the curve in an ever-evolving landscape.
As we embarked on this journey of transformation, our focus extended beyond just structural changes. We placed a strong emphasis on empowering teams and individuals, equipping them with the necessary tools and resources to thrive in the new environment. This involved investing in developer tools and nurturing a vibrant developer community of practice, fostering a culture of continuous learning and improvement.
Through our collective efforts, we were able to instill a sense of ownership and accountability within the organization, empowering teams to take ownership of their work and drive meaningful outcomes. The results speak for themselves—the transformation has not only streamlined project delivery times and enhanced collaboration but has also cultivated a culture of adaptability and resilience, positioning the agency for sustained success in the face of future challenges.
While my tenure with the agency may have ended before the completion of the project, I take pride in the lasting impact of our efforts. The seeds of change that we planted have taken root and flourished, paving the way for a brighter, more agile future for the organization and its stakeholders.
In 2018 was tasked with implementing a comprehensive program management and resource software across a government agency, addressing the critical challenge of accurately understanding investments and resources in relation to the full portfolio. This initiative required a multifaceted approach, starting with the strategic selection and negotiation of a contract with the software vendor.
Partnering closely with the selected vendor, I conducted extensive consultations to collect the needs and expectations of various stakeholders within the agency. This foundational step ensured that the implementation plan was robust and tailored to the specific requirements of the agency.
To guarantee the effectiveness of the software, I led the execution of pilot programs. These pilots served as crucial testing grounds to refine the software's functionality and integration into the agency's existing systems. Following the successful pilots, I planned and executed comprehensive user training sessions to ensure that all end-users were proficient in utilizing the new tools effectively.
As the super-admin, I also took on the responsibility of training other administrators, equipping them with the necessary skills and knowledge to support users and manage the software efficiently. To accelerate the roll-out and adoption throughout the organization, I implemented strategic initiatives that encouraged engagement and familiarization with the new system.
Throughout the implementation, I maintained strict governance protocols and remained flexible, pivoting against various use cases to optimize the software's performance and relevance. This dynamic approach ensured that the software continually met the evolving needs of the agency, significantly enhancing our project management capabilities and resource allocation efficiency.
In 2015, the technical department faced the imperative need for strategic reorganization to not only improve operational efficiency but also to adapt effectively to rapidly evolving technological landscapes. In my role as Project Manager, I was selected to lead the re-organizational group charged with this critical task. My primary responsibilities included analyzing the current organizational structures and proposing a comprehensive plan for reorganization.
I began by conducting a thorough analysis of the existing operations within the department. This involved detailed assessments and gathering qualitative insights from key stakeholders to ensure that any proposed changes would address real issues and facilitate smoother operations. My approach was to foster open communication and collaboration, which were essential in understanding the nuanced dynamics and needs of the department.
Following the initial analysis, I led the development of a strategic reorganization proposal. This proposal was crafted to align the department better with our overarching strategic goals. It aimed to streamline processes, enhance departmental collaboration, and build a more robust framework for technological adaptation.
The proposal was well-received and successfully adopted. The restructured department emerged better positioned to meet its strategic objectives, with significantly improved operational efficiency and an enhanced capability to respond to and incorporate technological changes. This reorganization not only optimized our internal processes but also strengthened our ability to innovate and stay competitive in a changing technological environment.
From 2013 to 2015 I led a significant initiative as the program manager of a complex signals intelligence program aimed at developing a new generation of intelligence solutions. This comprehensive program encompassed the development of both software and hardware components, along with the establishment of associated facilities.
My role involved operating through a structured network of Technical Program Managers, Finance, and Operational stakeholders to drive the project forward. I was responsible for creating and maintaining the overall program plan, which required meticulous coordination and strategic foresight.
A key aspect of my role was facilitating the breakdown of capabilities into a work breakdown structure (WBS) and implementing team-based Rolling Wave Planning to ensure timely and efficient progress. Given the classified nature of the military program, I placed a strong emphasis on promoting transparency and communication within the confines of security protocols, ensuring that all team members were aligned and informed.
Furthermore, I focused on enhancing cross-team collaboration, working closely with people managers to improve integration and synergy across different groups involved in the program. This approach not only streamlined our processes but also fostered a culture of cooperation and mutual respect among diverse team members, contributing significantly to the program's success.
Leading a full product portfolio with both product management and product development program management at SMS Smart Media Solution (SMS) in the audiovisual industry was a pivotal experience in my career, from 2007 to 2013. At SMS, I was entrusted with the responsibility of overseeing the entire lifecycle of our product offerings, from conception to market launch and beyond. This dual role required a delicate balance of strategic vision, meticulous planning, and effective execution.
As a product manager, I spearheaded the identification of market needs and translated them into tangible product requirements. This involved conducting thorough market research, gathering customer feedback, and collaborating closely with cross-functional teams to ensure alignment between customer expectations and product capabilities. By staying attuned to market trends and customer preferences, I was able to drive the development of innovative solutions that met and exceeded user expectations.
Simultaneously, as a program manager for product development, I orchestrated the execution of these product initiatives with precision and efficiency. This entailed developing comprehensive project plans, allocating resources effectively, and mitigating risks to ensure timely delivery of high-quality products. By fostering a culture of collaboration and accountability within the development teams, I facilitated smooth communication and alignment of goals, thereby enhancing productivity and minimizing delays.
Throughout this journey, I leveraged agile methodologies to adapt to evolving market dynamics and rapidly iterate on product features. By embracing a customer-centric approach and fostering a culture of continuous improvement, I instilled a sense of purpose and ownership within the teams, driving them towards excellence and innovation.
Ultimately, my experience at SMS Smart Media Solution equipped me with invaluable insights into the intricacies of product management and program management within the audiovisual industry. It reinforced the importance of fostering collaboration, driving innovation, and delivering customer value, principles that continue to guide my approach to leadership and management today.
At the PMI Sweden Chapter, we recognized the need to modernize our collaboration tools to enhance organizational efficiency and streamline our operations. As Vice President & Board Member 2017 to 2022, I spearheaded the introduction and acceleration of Google G Suite as a comprehensive solution to meet our needs.
My responsibilities included managing the transition to these new tools, overseeing the training of chapter members, and ensuring the adoption process was smooth and efficient. I coordinated with various teams to facilitate a seamless integration of G Suite features such as Gmail, Docs, and Drive into our daily operations.
The implementation of Google G Suite brought about significant improvements in collaboration, communication, and document management within the chapter. This modernization contributed to more effective governance and increased member engagement, ultimately enhancing our ability to meet our goals and serve our community more effectively.
I have also contributed as an author on virtual collaboration tools and digital transformation in organizations. In my article, "Digitization, Digitalization, or Digital Transformation - Do You Know the Difference?", I delve into the distinctions between these key terms, drawing on practical examples from my experiences with PMI Sweden Chapter. My passion for digitalization shines through as I describe our journey from simple digitization—moving from paper to digital formats—to embracing comprehensive digital transformation across all organizational levels. I highlight our strategic shift to digital tools that streamline processes and enhance collaboration, like our adoption of Google G Suite and Trello. This has significantly improved our operational efficiency and reduced our reliance on email, demonstrating the transformative impact of digitalization on our work environment. Link
Amidst the challenges posed by the pandemic, I embarked on a journey to harness the potential of remote work as an opportunity for innovation and growth. It all began during my participation in "Hack for Earth" in 2021, where a small group of like-minded individuals converged to explore ways to advance remote work practices. Inspired by our discussions and fueled by a shared vision, the seeds of a groundbreaking idea were sown.
Recognizing the transformative impact of remote work on the future of work, I saw an opportunity to catalyze this movement and drive meaningful change. Thus, I took the bold step of founding a startup dedicated to accelerating remote work adoption. With unwavering determination and a clear sense of purpose, I set out to carve a niche in this rapidly evolving landscape.
One of the pivotal initiatives born out of this endeavor was the creation of a Swedish certification program aimed at recognizing organizations and individuals committed to embracing remote work best practices. This program served as a beacon of excellence, setting the standard for remote work proficiency and fostering a culture of innovation and collaboration.
In addition to the certification program, I also established an annual award to honor exemplary contributions to remote work advancement. This initiative aimed to celebrate trailblazers and thought leaders who were driving positive change in the remote work sphere, inspiring others to follow suit.
Over the course of two years, my startup garnered significant traction, amassing a dedicated following of over 300 followers on the company LinkedIn page and attracting more than 3500 newsletter subscribers. This growing community served as a testament to the relevance and impact of our mission, reaffirming our commitment to empowering individuals and organizations to thrive in the remote work era.
As the startup gained momentum and recognition, I made the strategic decision to transition the reins to capable hands, ensuring its continued growth and success. While my journey with the startup may have concluded, the legacy of our efforts lives on, shaping the future of remote work and leaving an indelible mark on the world of work.
Read more about the business case & offering / YouTube clip with award winner
In the journey of leadership, we often turn to seminars, workshops, and books. Yet, I’ve discovered an unexpectedly rich training ground that sharpens my skills in a way traditional methods cannot: leading kids’ activities. Here’s why I believe engaging with children’s activities offers invaluable lessons for leaders.
Leading children’s activities has taught me more about leadership than I could have imagined. It’s about guiding with patience, clarity, creativity, and empathy. These experiences have equipped me with skills that are directly transferable to the corporate world, proving that sometimes, the best leadership training comes from the most unexpected places. Let’s embrace these unconventional learning opportunities. They not only make us better leaders but also enrich our lives with joy and spontaneity. 🌈 On the images, hand-stand competition with my daughter at the end of the class. My technique is way worse than her! 😁